Transcript Slide 1

Emotional Intelligence and
Intercultural sensitivity as key moderators
in transforming organisations
Presentation at EEDT Summit 2009
Rica Viljoen
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Doctor in Business Leadership (SBL Unisa)
International Organisational Development specialist and practitioner
focusing on optimising individual, group and organisational behaviour
Focus on creating Engagement in multi-cultural organisations through
Inclusivity
Consulted to and facilitated in various countries e.g. Califoria, Peru,
Australia, Spain, America, Zambia, Mali, Tanzania, Namibia, Zambia,
Ghana
Associated with numerous academic institutions as subject matter expert
e.g. da Vinci Institute, SBL – UNISA and Village of Leaders – Stellenbosch
Managing Director of Mandala Consulting
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Imported BarOn EQi to South Africa In 1997 to proof that EQ is a myth!
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Layout of presentation
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Introduction
What is transforming organisations all about?
Unleashing tacit potential in systems through Inclusivity
Pre-requisites for inclusivity:
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Enhanced Emotional Intelligence
Enhanced Intercultural sensitivity
– Case Study in Multi-cultural international
Conclusions
Questions
Introduction
Unleash engagement in multicultural organisations:
Optimisation of voice as moderator
to sustainable business transformation
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In today’s competitive, ever changing world, companies strive harder than
ever to implement strategy in a sustainable manner and to stay recent in the
mind of the global consumer.
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The people capacity in the system and the interaction between human
entities lead to the “amount of energy” in a system to perform.
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This energy can lead to engaged individuals – a situation where the tacit
potential of an individual manifests and is applied to organisational tasks to
the benefit of the individual, the group and the organisation.
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Other forms of energy is “apathetic” or “disconnected” with obvious human
losses of human potential.
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Engagement leads to organisational benefits such as customer centricity,
productivity, safe behaviour, low turnover and low absenteeism.
Inclusivity Framework – Viljoen (2008)
EQ Journey
Dialoguing
Storytelling
Individual
Intelligences
Personality
Intercultural sensitivity
OD
Interventions
Group
Leadership
Work attributes
Appreciative
Inquiry
Organisation
Organisational Leadership
Trust
World Cafe
The What
Doing
Context:
Industry
South Africa
Africa
Global
Leadership
How individuals change
The
Individual
Engagement
Apathy
Voice
Being
Disconnect
The
Organisation
The
Team
How groups
change
How organisations change
The way: How we change
Why we change
New world of
work
Essence of Change
New Sciences
Nature of the world
We change differently
Consciousness
Mandala
Consulting™
Level of Engagement
National Cultural
Assumptions
About
Me
The
individual
Assumptions
About
The
We
Team
Level of
engagement
The
Organisation
Assumptions
About
They
and Society Context
Benefit of Engagement – Viljoen (2008)
Level of
engagement
Correlates directly to:
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Productivity
Abseetism
Retention
Turnover
Employee Satisfaction
Apathy
Creativity and Innovation
Number of incidents
Safe Behaviour
Number of Accidents
Customer experience
Mistakes
Ability to deal with change
Apathy
BeQ™ - Benchmark of Engagement Quotient
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The BeQ™-model reflects the interplay between assumptions and
perceptions alive and well in organisations around constructs that
contribute to the unleashing of individual voices, potential and gifts.
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As the organisational, the country climate and worldview also influence
these perceptions, they are also explored.
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Specific focus on methodology
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Align Qualitative and Quantitative data
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World Cafe
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Story Telling
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Appreciative Inquiry
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OD
Mind the gap!!!!
Joint Ventures
Only 44% of CEOs of joint ventures characterized their
venture as "very successful".
The most common
causes of failure cited
by CEOs are:
Kotelnikov: 2005
Adapted Framework:
EQ Journey
Change
Enablers
Dialoguing
Storytelling
Sustainability through Inclusivity - energy on all dimensions
Inclusivity Framework
Intelligences
Personality
Intercultural sensitivity
Individual
Group
Diversity
Of
Thought
OD
Interventions
Group dynamics, group formation,
unconscious mechanics, group
norms
Organisation
Climate, culture, worldview, subclimates, sub-cultures
Appreciative
Inquiry
Change
Enablers
World Cafe
The What
Doing
Leadership
Dimensions
during
change
Leadership
How individuals change
Engagement /
Context:
Industry
South Africa
Africa
Global
Domains influenced
by / and influencing
change
The
Individual
Apathy
Voice
Being
How groups
change
The
Organisation
The
Team
Disconnect
How organisations change
The way: How we change
Dynamics of change
Drivers of change
Why we change
Essence of Change
New world of
work
New Sciences
We change differently
Consciousness
Nature of the world
Energy
in the
system
Meta-insights gained by phenomenological
research process
Viljoen: 2008
• People feel valued, listened to and respected in a workplace that has a climate of Inclusivity.
• Emotions that pertain to Inclusivity include commitment, engagement, excitement and a sense
of belonging.
• It is, however, not easy or elegant. It is a principle based, radically transparent and value
driven environment.
• Talent stays in such a world as the best in people manifests.
• Emotional intelligence the most critical element in success.
• Intercultural sensitivity non-negotiable for transformational success.
• Emotional intelligence and Intercultural sensitivity moderators in transforming
organisations.
Emotional Intelligence (EQ) Defined:
“THE ABILITY TO DEAL WITH ENVIRONMENTAL DEMANDS”
“AN ARRAY OF NON-COGNITIVE CAPABILITIES WHICH
CONTRIBUTES TO EMOTIONAL MATURITY … “
“STREET SMARTNESS / COMMON SENSE”
Bar-On: 2005
Intelligences
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Being aware of self – emotional intelligence
Being aware of others – cultural intelligence
Being aware of justice – moral intelligence
Being aware of greater impact of behaviour – spiritual intelligence
Being aware of complexities – complexity handling ability
Emotional Intelligence (EQ) Defined:
Bar-On: 2005
INTRA
PERSONAL
INTER
PERSONAL
STRESS
MANAGEMENT
ADAPTABILITY
GENERAL
MOOD
EFFECTIVE PERFORMANCE
Emotional Intelligence in Organisations
Leadership
Individual
Emotional
Intelligence
HR
Functions
Relationships
Organisational
Climate and
Culture
Cherniss: 2003
Organisational
Effectiveness
Group
Emotional
Intelligence
Emotional Intelligence (EQ) Defined:
MEASUREMENT : NORMAL
DISTRIBUTION
IQ
Robbins: 2008
84% increase in
productivity of nonsales staff
: MEAN = 100
EQ : MEAN = 100
95%
124% increase in
productivity of
customer interface
employees
2,5%
2,5%
< 85
7115
100%
Cultural / Ethnical differences in EQi-scores
Bar-On: 2007
•An analysis of variance of the North American normative
sample (n=3,831) to examine the effect of ethnicity on EQ-i
scores.
•No significant differences in emotional-social intelligence
between the various ethnic groups that were compared were
found.
•Significant differences in cognitive intelligence between
various ethnic groups [e.g., Suzuki & Valencia, 1997].
To summarize the above findings, the Bar-On model
reveals that there are no significant differences in
emotional-social intelligence between the various ethnic
groups that have been examined in.
Importance of cross-cultural aspect of EQi
• Of particular importance in today’s global economy.
• The finding that emotions are a universal language, and that people
in all cultures and places share a similar view of traits such as
integrity and authenticity, the ability to “read and write the language
of emotions” is an invaluable asset.
• More research needed.
Understanding self
CULTURAL CONTEXT
My life’s
purpose
Growth
Actualisation
Self Mastery
My
potential
My
Unique gift
Personal Power
Inclusivity strategies on the individual domain
Intercultural understanding
REALITY
"We see the things not as they are, but as we are"
Believing is seeing
Beliefs
Beliefs
Your
Mental
Map of Reality
Your Prospect’s
Mental
Map of Reality
Values
Area of Good
Understanding
Kotelnikov: 2005
Values
Intercultural Understanding
Understanding others
CULTURAL CONTEXT
Awareness
Others’
Values/worldview
Intercultural
Others’ sensitivity
Intelligences
Empathy
Others’
Personality
Power relations
Inclusivity strategies on the group domain
Spiral Dynamics
Beck,1996
Managing Cultural Differences
What’s different?
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2.
3.
4.
5.
6.
Communication styles
Attitudes towards conflict
Approaches to completing tasks
Decision-making styles
Attitudes towards disclosure
Approaches to knowing
Visible cultural
differences
What’s
1. Beliefs
hidden below 2. Values
surface?
3. Perceptions
4. Expectations
5. Attitudes
6. Assumptions
Invisible cultural roots
Kotelnikov : 2005
Managing Cross-Cultural Differences
UK & USA = O.K.
JAPAN = MONEY
RUSSIA = ZERO
BRAZIL = INSULT
More information at 1000ventures.com: “Managing Cultural Differences”
The Wheel of Culture
Time
Monochromic/
Environment
polychromic
Control/Harmony
Orientated toward
past/present/future
Good/evil
Thinking
Certain/uncertain
Trust/mistrust
Deductive/inductive
Action orientation
Holistic/part orientated
Power
Egalitarian/hierarchic
Being orientated/doing
orientated
Internal/external
Cultural
Intelligence
Achievement orientated/
Emotion
ascription orientated
Expressive/inhibited
Relationships
Individualistic/collectivistic
Universalistic/particularistic
Language
Competitive/
cooperative
High context/low context
Space
Private/public
Cultural Intelligence and Modern Management
Hofstede:1997
Creativity Index
Source: Harvard Business Review, Feb. 2004
World Economic Forum Competitiveness report 2000
Power Distance
Hofstede:1997
Individualism/ Collectivism
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Hofstede:1997
Masculinity
Hofstede: 1997
Uncertainty Avoidance
Hofstede 1997
Long Term Orientation
Hofstede:1997
Christianity
Philosophy of Love and Equality
Love
Blessed are the pure
in spirit, for theirs is
the Kingdom of
Heaven.
Blessed are the
merciful, for they
shall obtain mercy…
Faith
Islam and its Values
Five Pillars of Islam
essential duties of every faithful
Muslim.
1) Belief in one God, Allah and
Muhammad – his prophet
2) A prayer five times a day
3) Giving alms
4) Fasting during the holy month of
Ramadan
5)
The annual pilgrimage (hajj) to
Mecca once in a lifetime "provided one can afford it"
Hinduism
The concept of
three vargas
Balance
Balance
The concept of
four ashramas
Social
communication
Confucianism
BALANCE
between individual
variety and social
harmony
through
Jen - humaneness,
love of fellow men
Li - morality,
uprightness
Chi - virtuous life
Buddhism
The Wheel
of Teaching
Four
Noble
Truths
The Wheel
of Life
- All life is
suffering
The Wheel
of Dharma
- The cause of
suffering is craving,
false views and
conceit
- The cessation of
suffering is possible
through the elimination of
craving
- Elimination of craving is possible
through “eightfold path”
Taoism
Yin
&
Yang
Feminine
Masculine
Passive
Active
Receptive
Creative
Dark
Bright
Soft
Hard
The Power of the Wheel
The Wheel of Teaching
In Buddhism, the
Wheel of Dharma
symbolizes the
completeness of
the Buddha’s
teaching.
The Circle of Continuous
Perfection
In Zen, the circle
represents the process
of continuous
perfection, leading to a
self with a difference.
The Wheel of Life
In Tibet, the Wheel of Life
is a presentation of the
Buddhist teaching on the
chain of dependence and
impermanence of cyclic
existence.
Yin and Yang
The yin-yang symbol stands
for the universe composed
of yin and yang, which form
a whole only in a balanced
combination.
1000ventures.com
The Tao of Effective Management
Working ON Your Business
Yin
Passive, Receptive
Brain-stilling
Yang
Active, Creative
Brain-storming
Working IN Your Business
Kotelnikov: 2005
Tanzania
GHANA
Sankofa
Return and get it
GHANA
Year on Year growth of BeQ-climate study
BeQ
Regard
90
Resilience
80
70
Safety Orientation
Respect
60
50
40
Wellbeing capacity
Responsibility
30
20
10
Trust
Year 1
Accountability
0
Year 2
Target
Production Orientation
Diversity
Inclusion
Supervision
Ethics
Support
Alignment
References
“It’s not that we need to form new organisations. It’s simply that
we have to awaken to new ways of thinking.
I believe it makes no sense to spend a lot of time attacking the
current realities. It is time to create the new models that have in
them the complexity that makes the older systems obsolete.
And to the extent that we can do that, and do that quickly, I
think we can provide what will be necessary for a major
breakthrough for the future.”
Beck,1996
Benefits of releasing voice
Inclusivity has benefits on all the different domains
Viljoen:2008
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Individual domain:
Personal growth, enhanced EQ, Personal effectiveness
higher levels of consciousness
Allowing of differences,
Hope, Pride.
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Group domain:
Enhanced group dynamics,
Less unconscious group dynamics,
Innovation, Creativity.
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Organisational domain:
Trust, Conducive climate and growth,
Sense of Belonging, Commitment,
Retention of Talent, Competitiveness
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Societal context:
Community Building, Localisation of Skill,
Reputable Employer, Sustainability
Engagement
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Questions
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